Rethinking Project Management Education: Responding to the challenges of a Mode 2 society Jonas...
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![Page 1: Rethinking Project Management Education: Responding to the challenges of a Mode 2 society Jonas Söderlund jonas.soderlund@liu.se jonas.soderlund@bi.no.](https://reader037.fdocuments.in/reader037/viewer/2022110207/56649d265503460f949fcd65/html5/thumbnails/1.jpg)
Rethinking Project Management Education: Responding to the challenges of
a Mode 2 society
Jonas Sö[email protected]
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Jonas Söderlund, PhD
• Professor, BI Norwegian School of Management, Oslo• Associate Professor, School of Management, Linköping
University, Sweden. • Previously at Harvard Business School, MIT, Cranfield and
l’Ecole Polytechnique. • Core Faculty, PMEX, Executive MBA Program. Partnership
program with Swedish MNCs. • Core Faculty, APM Programs. Partnershps with Swedish firms. • Research in cooperation with AstraZeneca, Ericsson, ABB,
Scania and Volvo.
1) Project Management. Project-level analysis.
2a) Project Competence. Strategy and PBF analysis.
2b) HRM in Project-Intensive Firms. People analysis.
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Agenda• Background• Purpose and outline• Projects as schools for leaders• The social twist of experiential learning• The loci of learning• Modes of learning• Practical means• The future of Rethinking PM Education
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Background and purpose
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Rethinking…
• Complexity of project management• Plurality of project management• Actuality of project management• Reflective practitioners
“the current conceptual base of project management continuous to attract criticism for its lack of relevance to
practice” (Winter et al, 2006: 638)
• Good criticism, good points, little advice!
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Foundation…
• Mode 2 society– Gibbons et al (1994)– Nowotny et al (2001)
• Knowledge co-production• Closer integration between research and practice• Doing research in the context of knowledge
application• Socially robust knowledge
• Current AMLE Debate!
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Projects as schools for leaders
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Two management education programs
• PMEX, founded in 1995– A focused executive training program– International executive MBA level– Bridging project and general management– Close partnership with multinational companies– ABB, Ericsson, Tetra Pak, Volvo, Saab Aerospace– 18 months, 8 residential weeks
• APM, founded in 1997– Advanced Project Management– Partnership with Scania Heavy Trucks– 9 months– Two residential sessions, one day sessions
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The social twist of experiential learning
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Responses…
• Reflection and articulation– Nowotny et al (2001)– Mintzberg (2004)– Nonaka (1994)
• Action and application
• Personal learning, organizational development
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DIFFUSION & EXPERIENCE IMPLEMENTATION PERSONAL & REFLECTION & ENACTION SOCIAL ACTION ARTICULATION INVESTIGATION ABSTRACTION
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The loci of learning
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• Individual– Experienced and highly motivated
• Group– Sharing experience, joint projects
• Organization– Making a difference – Crotonville!
Responses…
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Modes of learning
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Individual
Group Company/Organization
Reflection
Action
Individual reflection, writing and reading, articulation of experience. Example: Reflection report.
Experience sharing, class discussion, literature reviews. Example: Round-table exam
Corporate dialogues, public presentation, articulation of lessons learned and implications. Example: Day of projects “Knowledge theater”. Individual
action, formulation of action plans, presentation of measures for improvements. Example: Learning contract.
Joint projects, joint problem identification/solving, case assignments, project work. Example: “Live cases”.
Corporate action, sponsored projects, top management assignments. Examples: Thesis work.
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Practical means
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1. Reflection reports• Articulation, knowledge sharing/development, implications
2. Learning contracts• Commitment, learning targets, actual behavior changes
3. Roundtable examinations• Abstraction, experience sharing
4. Live cases• Research-industry collaboration, knowledge development,
action orientation
5. Thesis work• Rigor and relevance, internal consulting
6. Knowledge theaters• A playing field to diffuse knowledge, turned into action
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Welcome to the Live CaseThe New Service Network!
A cooperation between Posten and Linköping University
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Structure of the day…
The case consists of a number of different parts. We will work ourselves through the project in different steps during the day.
We will stop at critical or important stages in the project. We will mix individual reading with team and class
discussions. We will work under time pressure and meet tough deadlines. Our role as process leaders is to stimulate the discussion and
experience sharing. The role of the case is to create a platform for analysis,
discussion and sharing of experience .
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“Knowledge theater”Scania 2006
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Designing knowledge
theaters
Dialogue
cornersDialo
gue
corn
ers
Dia
log
ue
corn
ers
MM
LL
LL
LL
LL
LL
LL
LL
LL
LL
LL
MM
MM
MM
MM
MM
MM
Fo
ldin
scre
en
LL
MMTables with memoryartefactsStand up desk LessonsLearned on
Pro
jec
t re
po
rts
Dialoguecorners
Stand up desk
Dialoguecorners
Dia
log
ue
corn
ers
Dia
log
ue
corn
ers
Walking participant& actors between
seated and standingpublic
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The future of Rethinking PM
education
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DIFFUSION & EXPERIENCE IMPLEMENTATION PERSONAL & REFLECTION & ENACTION SOCIAL ACTION ARTICULATION INVESTIGATION ABSTRACTION
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1. Trustful relationships
2. Small groups
3. Researchers as educators• Papers, joint projects
4. Deep involvement• Time, deep impact, management support
5. Articulation• Relationship-building, common understanding
6. Expanding modes of learning• Doing more with what we’ve got!
7. Orchestrating knowledge theaters• Organizational development